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Quality and IT Service Management. A Wipro Perspective. Agenda. Customer Interests What resonates with customers Why Should you listen to us Introduction to Quality Methodologies Applying Quality to IT Service Management Brief Introduction and live example Reality Check

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Quality and IT Service Management


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    Presentation Transcript
    1. Quality and IT Service Management A Wipro Perspective

    2. Agenda Customer Interests What resonates with customers Why Should you listen to us Introduction to Quality Methodologies Applying Quality to IT Service Management Brief Introduction and live example Reality Check Where are our customers spending money

    3. WHAT ARE OUR CUSTOMERS TELLING US

    4. What are the challenges for IT today Doing more for less Doing it more predictably Doing it with more discipline

    5. Key Phrases that we hear IT Factories Repeatable, predictable Service Delivery Business IT Alignment (Integration) As IT gets more complex, the challenge continues. …..

    6. INTRODUCTION TO WIPRO QUALITY JOURNEY Been there – Done that !! (What are our learning's and experiences)

    7. Wipro’s Quality Journey 59000 Employees 2006 26197 Employees LEAN initiated 2004 16593 Employees 2003 CMMI Level 5 10500 employees 2002 PCMM Level 5 & TL9000 9626 Employees 2001 2000 9934 Employees CMM Level 5 5148 Employees 1998 ISO 9001 Certification 4195 Employees 1995

    8. The metrics driving Wipro Customer Satisfaction trend

    9. Integrating Quality Frameworks Reduced risk Improved productivity Reduced defects On-time/ on-budget delivery Better visibility • ISO – basic foundations of documented systems • CMM & CMMI – software engineering practices • Six sigma – customer focused data driven time bound improvements • Lean – for org level waste elimination & continual improvement • Agile – to build in flexibility and adaptability Wipro is an ideal company to profile when looking at quality initiatives because of its commitment, focus and experience on companywide, comprehensive quality processes and certifications No single Holy Grail – but a single flexible system 9

    10. Industry Acknowledgement • 15,000+ employees trained in Six Sigma methodologies • 328 certified black belts and 10 master black belts • Over 700 PMI certified consultants, highest in India • 33% business parameters for the Wipro CEO relate to quality • Pioneers among Tier 1 Indian companies in establishing Agile capability • 2006 • CMMI 1.2 Global Assessment at Level 5 • Domain specific standards • World’s first Automotive SPICE • AS9100 • SW68 2005 Studied Toyota Manufacturing System ) Lean Pilots Wipro Way Agile 2003 Infused Statistical Rigor into Management Software process achievement Award from IEEE USA Orthogonal Arrays DMAIC/ DSSS+ frameworks launched Among the first few organizations in the world, to be globally certified at Level 5 of SEI’s CMMI V 1.2 model released in Sep 06 2002 World’s first at Level 5 of CMMI ver 1.1 BS 7799 2001 The best in people processes World’s first PCMM Level 5 company Industry-specific quality standards 2000 Strengthening upstream processes 1998 World’s first software services company to be assessed at SEI CMM Level 5 1997 On the road to continuous improvement TL- 9000 SPA Award Statistical Rigor CMMIISO 27001 6 Sigma CMMI 1.2 Level 5 CMMLevel - 3 ISO 9000 CMMLevel - 5 Lean Methodologies for software PCMMLevel 5 • Increased productivity • Lower development cost Efficiently • Lower schedule overrun cost On time every time • Schedule adherence • Phase containment • Lower maintenance cost Right the first time

    11. Six Sigma and IT Service Management

    12. What is Six Sigma Six Sigma is a disciplined, data-driven approach and a methodology for eliminating defects in any process -- from manufacturing to transactional and from product to service

    13. Six Sigma Approach Type II Correct Error Decision b a) (1- Type I Correct Error Decision a b) (1- Recognize Define Measure Analyze Improve Control Identify & prioritize OFI Case for Action Learn about the “Y” Learn about the “X” Prove the Solution Sustain the Solution • Identify OFI’s • Prioritize OFI’s • Tools • Benchmarking and Surveys • Value Stream Mapping • Define Project Scope • Define Project CTQ’s and Team • Process baseline and improvement target • Tools • VSM • Voice of Customer • Kano Analysis • Identify causes of variation and defects • Tools • Cause and Effects Diagram • FMEA • Hypothesis Testing • Scatter plot • Understand measurement system • Establish performance parameters • Tools • Pareto Charts • Process Capability • GR &R • Determine solutions • Implement solutions to show it works • Tools • DOE • Regression • Put controls in place to maintains improvement over time • Recommend the process and complete sign-off • Document & Transition • Tools • Control charts • Visual Controls • Control plans 3

    14. Applying Six Sigma to IT

    15. Brief History of Lean “Lean is the search for perfection through the elimination of waste and insertion of practices that contribute to reduction in cost and schedule while improving performance of products” [Lean Aerospace Initiative, MIT, WP99-01-91] • Post WWII, Taiichi Ohno creates Toyota Production System (TPS) • 2004, TOY cuts car lead time to 12 months vs. 24-36 for competition

    16. What is Lean ? • Expose & Remove Waste • Unlock capacity • Reduce Variability • Stabilize process, level load • Self-Organizing Process • Visual Delivery and Self-control

    17. Types of Waste Extra Features, Features that no one uses Overproduction Building the wrong thing, waiting for FTP/copy etc Task Switching, walking, searching for info, manually done when it can be automated Partially done work, not released for further activity, Equipment/resource not working, Waiting for info../ work completion Documentation/unused artifacts, code that not part of final product, Unnecessary meetings Defects, Rework Patterns and solutions identified not implemented Lean categories Application to IT Transportation Motion Inventory Waiting Over-processing Defects Unused employee creativity

    18. Lean: Wipro View Philosophy, Process, People & Partners* Base management decisions on a long term philosophy Create process flow to surface problems Use pull systems to avoid overproduction Level out the workload Stop when there is a quality problem Standardize tasks for continuous improvement Use visual control so no problems are hidden Use only reliable, thoroughly tested technology Go see yourself to understand thoroughly Make decisions slowly by consensus; implement rapidly Continuous organization learning thru Kaizen Grow leaders who live the philosophy Respect, develop and challenge your people and teams Respect, challenge and help your suppliers WT pioneers lean in SW services Monitoring & Control (7,11) Planning (2,3,4,10) Architecture (8,10) Design (2,3,9) CUT (2,3,5,6) System Test (2,3,6) UAT (2,3,6) * Liker, J. K. (2004). “Toyota way: 14 management principles from the world's greatest manufacturer”. New York, McGraw-Hill

    19. TYING PROCESS AND BUSINESS SERVICE MANAGEMENT

    20. Maturity and Management Challenge Value • IT as Strategic Business Partner • IT and Business Metrics Linkage • IT / Business Collaboration Linkage improves business Processes • Real-time Infrastructure • Business Planning Service • IT as Service Provider • Define Services, Classes, pricing • Manage Costs • Guarantee SLA’s • Measure and report service availability • Integrate processes • Capacity management Proactive Reactive • Analyze Trends • Set Thresholds • Predict Problems • Measure Application • Availability • Automate • Mature problem, • Configuration, Change, Asset performance Management Process • Fight Fires • Inventory • Desktop Software Distribution • Initiate Problem management Process • Alert and Event Management • Measure Component Availability (Up or Down) Chaotic • Adhoc • Un-Documented • Unpredictable • Multiple Helpdesks • Minimal IT Operations • User Call Notification 30% Level 5 Level 4 60% Level 3 Level 2 Level 1 Manage IT as Business Service and Account Management Service Delivery Process Engineering Operational Process Engineering Tool Leverage Source: Forrester Research; Adapted by Wipro

    21. Proactive Service Management Proactive Upper Spec. Limit • Analyze Trends • Set Thresholds • Predict Problems • Measure Application • Availability • Automate • Mature problem, • Configuration, Change, Asset performance Management Process Lower Spec. Limit Paretto Charts Control Charts

    22. Case Study – SLA Analysis Delayed and Breached SLA’s Business impact 82% of days Failures and consequent reruns Average Daily 35 failures Globally 4651 Failures Failures and reruns, last 6 months region wise P&L SLA Breaches from June 4 – 18 June 2007 APAC Failures and reruns, last 6 months region vise Failures and reruns, last 6 months region vise

    23. Paretto Analysis of Root Causes About 85% issues were closed without analysis. • Assessment based on 15% sample and recurring themes in interviews • Codes / tables missing • Unaware of changes to the script • Codes moved to production without proper testing. • Syntax errors in the start and predecessor scripts. • Missing or deleted output file, directory or paths. • Missing arguments in the pre/post processing and scripts • Jobs using a wrong script to launch • Out of memory errors. • Environment issues with DB Engine / CPU Power • Job failure due to the inability to launch Hydra reports. Frequent Incidents due to insufficient Root – Cause – Analysis (RCA) Ref. APAC Failure Report Daily SLA reporting Daily_status_update_20070621.xls 81% Issues closed without RCA 19% Issues undergone preliminary analysis 23

    24. Mapping the Analysis to ITIL Problem Management (Priority 2)

    25. WHERE ARE OUR CUSTOMERS SPENDING THEIR MONEY Reality Check !!

    26. Definitions: All Processes – holistic process solutions Transition to Support: ensuring support organization is ready to absorb new product. (Power change / release management)

    27. Wipro and Compuware Partnership Baton Solution

    28. The BATON Solution Vantage Service Manager IT modeling, monitoring, visualization and data integration from Business Perspective Metrics Driven Operational Improvements Proven Methodology and simplified data analysis leveraging structured methodology and extensive intellectual property

    29. Comprehensive solution that: Deliver results within short time Creates visibility from a business perspective Metrics driven improvements Framework Leverage powerful methodologies with minimal training Business service Analysis, Transformation &OptimizatioN (BATON) Business Layer Service Provider Organization Contracts RFC Users Costs Corporate Network Service Application Service Service Layer Incident Hardware Service Card Application Components Server Infra Layer Software WAN Cluster LAN Router Router Servers Switch Site Rack Floor Plans Maps/GIS